Ellen’s Three Things: The types of team members you need to know for change management

As the Busy Season ramps up, for larger firms with operations teams, planning for what happens post-Busy Season is already in motion. (Smaller firms who don’t have a robust back office support structure – Godspeed, looking forward to celebrating with you April 16^th!).  This is the time for strategizing and laying the groundwork for technology or process upgrades for the rest of 2025.

A critical but sometimes overlooked component of successful change management is managing your team. In my work in supporting CPA firms with innovation, I’ve found one effective approach is to borrow a concept from marketing: defining personas and segmenting your “user base.” In this case, your user base is your staff.

When it comes to change management, we can segment your staff into three broad personas: Innovators, Team players, and Resisters. By understanding these groups and tailoring your approach to their needs, you can create a more effective and successful strategy for innovation adoption.

1. Innovators

Innovators are the champions of change. These individuals are enthusiastic, forward-thinking, and energized by opportunities to create something new. They are your evangelists—people who thrive on ideation and actively contribute to building an innovative culture.

Many firms are forming innovation or AI committees and task forces to drive transformation. These are exactly the kinds of groups where Innovators should be involved. Engaging them early and giving them ownership over ideas can not only harness their enthusiasm but also create a ripple effect throughout the firm.

💡 Tip:

• Involve them early: Invite them to innovation task forces, pilot programs, or brainstorming sessions to contribute their ideas.
• Empower them: Encourage them to act as evangelists, showcasing the vision and benefits of the change to others. Provide resources that enhance their understanding of key technologies and trends, empowering them to lead by example.
• Foster collaboration: Build an environment where their energy and creativity can influence the broader team.

Innovators set the tone for change. By giving them a platform, you can inspire others to follow their lead.

2. Team players

Team Players are steady and reliable team members who are willing to support change when they understand its value. They aren’t natural leaders of innovation, but with the right guidance, they’ll align with the firm’s goals and do their part to contribute to success.

💡 Tip:

• Provide clarity: Communicate the “why” behind the change and its alignment with the firm’s broader objectives.
• Offer resources: Equip them with training, clear roadmaps, and FAQs to ensure they feel confident in adapting to new processes.
• Showcase quick wins: Highlight early results to demonstrate the tangible benefits of the change.

Team Players thrive when they have the tools and support to succeed, and when they feel like they are doing their part to elevate the firm. Focus on making their path to adoption as seamless as possible.

3. Resisters

We all know that one partner who resists change. Sometimes they’re close to retirement and aren’t motivated to adopt new approaches. Other times, their reluctance stems from fear of failure, skepticism, feeling overwhelmed, or lack of interest in innovation.

While they may not embrace change readily, understanding their core motivations can help you create a strategy to bring them along.

💡 Tip:

• Figure out what motivates them and craft your argument to that directly:
  • If it’s leaving a legacy, frame the change as an opportunity to make a lasting impact.
  • If it’s financial, design incentive programs that directly tie to the bottom line, addressing concerns about disruption while highlighting the hidden costs of outdated, manual processes.
• Show social proof: Share success stories from peers or other firms they admire to build credibility.
• Use a client-centered argument: Ask: Would you ever advise a client to halt all investments in technology and stick with the status quo at all costs? Likely not. Partners often encourage their clients to embrace innovation that drives growth, efficiency, and competitive advantage. If so, why would this not be true for the firm? Framing change through a client-focused perspective can help partners see the importance of evolving internally to maintain relevance, credibility, and leadership in the profession.

While Resisters may take the longest to adapt, a thoughtful, personalized approach can help reduce resistance and create opportunities for alignment.

Manage your team effectively through change with these three personas

Defining personas for your team is not about labeling people but about understanding their perspectives and tailoring your approach to meet them where they are. Successful change management requires a combination of inspiration, resources, and strategic engagement.

By segmenting your team into Innovators, Team players, and Resisters, you can craft a strategy that addresses each group’s unique needs, reduces resistance, and accelerates adoption. As you plan for change, remember: your team is your greatest asset. A thoughtful, people-centered approach to change management will not only ensure smoother transitions but also create a stronger, more unified organization.